Employment Law for Human Resource Practice (South-Western Legal Studies in Business Academic)

As a future manager, you want to know what will be important to you in your upcoming career. David Walsh's Employment Law for Human Resource Practice explains the major issues and rules of employment law and what these mean for human resource practice in a way that makes sense for businesspeople. His approach, which follows the employment life cycle from the hiring process, to managing employees, to terminating employment, is clear and easy to understand. Always conscious of pointing out what will be important to you in the future, this book includes clippings of current news stories and events, hypothetical situations, and real cases to help you understand how the law applies to each stage of employment. Practical advice for what to do as a manager is conveniently summarized at the end of each chapter. Employment Law for Human Resource Practice gives you all you need to succeed in class and contribute in real world employment settings. Title Page......Page 3 Copyright......Page 4 Contents......Page 7 Preface......Page 16 Acknowledgments......Page 24 PART 1 Introduction to Employment Law......Page 25 U.S. Employment Law Is a Fragmented Work in Progress......Page 27 Sources of Employment Law......Page 28 Substantive Rights Under Employment Laws......Page 29 Determining Which Employment Laws Apply......Page 32 Historical Development of U.S. Employment Law......Page 35 Procedures for Enforcing Employment Laws......Page 37 Enforceability of Mandatory Arbitration Agreements......Page 41 Remedies for Violations of Employment Laws......Page 48 The Role of Managers in Legal Compliance......Page 51 CHAPTER 2 The Employment Relationship......Page 55 The Importance of Determining Whether an Employment Relationship Exists......Page 56 Who Is an Employee?......Page 57 Who Is the Employer?......Page 72 The Continuing Reality of Employment Discrimination......Page 83 The Concept of Employment Discrimination......Page 86 Types of Discrimination......Page 88 Disparate Treatment—A Closer Look......Page 91 Adverse Impact—A Closer Look......Page 105 Retaliation—A Closer Look......Page 109 PART 2 The Hiring Process......Page 123 Recruitment......Page 125 Applications and Interviews......Page 134 Background Checks......Page 155 Criminal Records......Page 163 Credit Reports......Page 165 References......Page 168 Verifying Employment Eligibility......Page 175 Drug Tests......Page 185 Medical Examinations......Page 192 Polygraphs and Honesty Tests......Page 197 Scored Tests of Ability......Page 198 Criteria for Hiring and Promotion Decisions......Page 217 Offering and Accepting Employment......Page 236 Obstacles to Advancement on the Job......Page 238 PART 3 Managing a Diverse Workforce......Page 249 CHAPTER 8 Affirmative Action......Page 251 When Is Affirmative Action Required?......Page 252 Distinguishing Legal Affirmative Action from Reverse Discrimination......Page 254 Ingredients of Affirmative Action Plans......Page 266 Diversity and Affirmative Action......Page 271 Harassment as a Form of Discrimination......Page 279 Recognizing Harassment......Page 284 Liability for Harassment......Page 293 Eliminating Harassment......Page 304 Reasonable Accommodation of Disability......Page 317 Reasonable Accommodation of Religion......Page 336 Religious Advocacy and Religious Harassment......Page 343 Religious Organization Exemption......Page 346 Work-Life Conflicts and Employer Leave Policies......Page 353 Language Requirements and National Origin Discrimination......Page 376 Discrimination Based on Sexual Orientation......Page 379 PART 4 Pay, Benefits, Terms and Conditions of Employment......Page 389 Fair Labor Standards Act—Wage and Hour Standards......Page 391 Determining Compliance with Wage and Hour Standards......Page 394 Other Wage Laws......Page 409 Limitations on Work Hours......Page 411 Discrimination in Pay—Equal Pay Act......Page 412 What Does ERISA Require?......Page 425 Pensions......Page 434 Health Insurance......Page 445 Discrimination and Benefits......Page 451 CHAPTER 14 Unions and Collective Bargaining......Page 461 The Idea of Collective Bargaining......Page 462 The National Labor Relations Act......Page 463 Union Organizing and Representation Elections......Page 472 Bargaining......Page 486 Labor Agreements......Page 494 The Occupational Safety and Health Act......Page 503 Mine Safety and Health Act......Page 516 Preventing Occupational Injuries and Illnesses......Page 517 Workers’ Compensation......Page 519 Responding to Workplace Injuries......Page 531 PART 5 Managing Performance......Page 537 Performance Appraisals......Page 539 Training and Development......Page 554 Overview of Workplace Privacy Protections......Page 569 Handling Records and Employee Information......Page 574 Monitoring and Surveillance of Employees......Page 577 Investigation of Employee Conduct......Page 588 PART 6 Terminating Employment......Page 605 Determining Whether a Termination Has Occurred—Constructive Discharge......Page 607 Impermissible Grounds for Termination......Page 610 Just Cause/Due Process......Page 633 Handling Terminations......Page 646 Downsizing......Page 653 Post-Termination Issues......Page 673 A Concluding Thought......Page 683 Glossary......Page 689 Case Index......Page 711 Subject Index......Page 719

using A Life-cycle Approach, Walsh (miami University) Surveys The Body Of Law Regulating The Employment Relationship And Influencing Every Area Of Human Resource Practice, With Material Organized Around Steps In The Employment Process And Specific Human Resource Practices Associated With Them, From Hiring And Promotion Decisions To Compensation, Performance Appraisal, And Termination. Learning Features Include Excerpted Court Cases And Practice Tips, As Well As Chapter Summaries, Questions, And Key Terms. Annotation ©2003 Book News, Inc., Portland, Or